Motivation I: Needs, Job Design, and Satisfaction

1. Motivation I: Needs, JobDesign, and Satisfaction Chapter Six

2. After reading the material in this chapter, you should be able to: LO6.1 Discuss the integrated model of motivation. LO6.2 Contrast Maslow’s and McClelland’s need theories. LO6.3 Describe three conceptually different approaches to job design.

3. After reading the material in this chapter, you should be able to: LO6.4 Review the personal and contextual factors that contribute to employee engagement and its consequences. LO6.5 Discuss the causes and consequences of job satisfaction. LO6.6 Identify the causes of counterproductive work behavior and measures to prevent it

4. Fundamentals of Employee Motivation • Motivation • psychological processes cause the arousal, direction, and persistence of voluntary actions that are goal directed

5. An Integrated Model of Motivation

6. Question? What type of employee does American Express recruit? • High technical skills • Neutral attitude • Positive attitude • Trainable

7. Need Theories of Motivation • Needs • Physiological or psychological deficiencies that arouse behavior.

8. Maslow’s Need Hierarchy Theory • Motivation is a function of five basic needs – physiological, safety, love, esteem, and self-actualization • Human needs emerge in a predictable stair-step fashion

9. McClelland’s Need Theory • Need for achievement • Desire to accomplish something difficult. • Need for affiliation • spend more time maintaining social relationships, joining groups, and wanting to be loved • Need for power • Desire to Influence, coach, teach, or encourage others to achieve.

10. McClelland’s Need Theory Achievement-motivated people share three common characteristics: • Preference for working on tasks of moderate difficulty • Preference for situations in which performance is due to their efforts • Desire more feedback on their successes and failures

11. Question? Rachel has the desire to accomplish something difficult? This relates to McClelland's need for • Affiliation • Achievement • Power • Glory

12. Motivating Employees Through Job Design • Job Design • any set of activities that involve the alteration of specific jobs or interdependent systems of jobs with the intent of improving the quality of employee job experience and their on-the-job productivity

13. Top-Down Approaches • Scientific management • that kind of management which conducts a business or affairs by standards established by facts or truths gained through systematic observation, experiment, or reasoning

14. Top-Down Approaches • Job enlargement • putting more variety into a job • Horizontal loading • Job rotation • moving employees from one specialized job to another • stimulate interest and motivation while providing employees with a broader perspective of the organization

15. Herzberg’s Motivator-Hygiene Model

16. Top-Down Approaches: Job Enrichment • Motivators • job characteristics associated with job satisfaction • Hygiene factors • job characteristics associated with job dissatisfaction

17. Top-Down Approaches: Job Enrichment • Job enrichment • Modifying a job such that an employee has the opportunity to experience achievement, recognition, stimulating work, responsibility, and advancement

18. Question? In an effort to redesign jobs, Herman, manager of Perfect Printing, Inc., added various tasks to Amber’s job. In addition to copying, now Amber is also responsible for collating, putting covers on each job and stapling. This can be described as an example of ____________. • Job rotation • Job enlargement • Mechanistic approach • Job enrichment

19. The Job Characteristics Model

20. The Job Characteristics Model • Intrinsic motivation • Occurs when an individual is “turned on to one’s work because of the positive internal feelings that are generated by doing well, rather than being dependent on external factors (such as incentive pay or compliments from the boss) for the motivation to work effectively.”

21. The Job Characteristics Model • Core job characteristics • job characteristics found to various degrees in all jobs

22. Bottom-Up Approaches • Job crafting • “the physical and cognitive changes individuals make in the task or relational boundaries of their work”

23. Forms of Job Crafting Table 6-1

24. Idiosyncratic Deals (I-Deals) • Idiosyncratic deals (i-deals) • Represent “employment terms individuals negotiate for themselves, taking myriad forms from flexible schedules to career development.”

25. Cultivating Employee Engagement • Employee engagement • “the harnessing of organization members’ selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performance.”

26. What Contributes to EmployeeEngagement? • PE Fit • the compatibility between an individual and a work environment that occurs when their characteristics are well matched.

27. What Contributes to EmployeeEngagement? • Sense of meaningfulness • task purpose is important and meaningful • Sense of choice • ability to use judgment and freedom when completing tasks

28. What Contributes to EmployeeEngagement? • Sense of competence • feelings of accomplishment associated with doing high-quality work • Sense of progress • feeling that one is accomplishing something important

29. Question? Donna has positive feelings for doing her job well. We would say she: • Is satisfied with her job • Balances her work and family • Is intrinsically motivated • Has a proactive personality

30. Practical Takeaways • Budget resources to measure, track, and respond to surveys of employee engagement • Consider assessing the individual traits associated with employee engagement during the hiring process

31. Practical Takeaways • Top-down approaches to job design can be used to redesign jobs so that they contain the four psychological states highlighted by Ken Thomas • Increase engagement levels by relying on job crafting to create the psychological states recommended by Thomas

32. Causes of Job Satisfaction • Job satisfaction • an affective or emotional response toward various facet’s of one’s job

33. Causes of Job Satisfaction • Need fulfillment • extent to which the characteristics of a job allow an individual to fulfill his or her needs • Discrepancies • satisfaction is a result of met expectations • Value attainment • Extent to which a job allows fulfillment of one’s work values

34. Causes of Job Satisfaction • Equity: satisfaction • is a function of how “fairly” an individual is treated at work • Dispositional/Genetic Components • satisfaction is partly a function of both personal traits and genetic factors

35. Correlates of Job Satisfaction Table 6-2

36. Correlates of Job Satisfaction • Organizational commitment • reflects the extent to which an individual identifies with an organization and is committed to its goals • Organizational citizenship behavior • employee behaviors that exceed work-role requirements

37. Question? Denise works at Harvest Hope Food Bank and is committed to doing all she can to help the organization fulfill its mission. She is high in ______________. • Withdrawal cognition • Organizational commitment • Organizational citizenship behavior • Job equity

38. Correlates of Job Satisfaction • Withdrawal cognitions • Represent an individual’s overall thoughts and feelings about quitting

39. Counterproductive Work Behavior • Counterproductive work behavior • represent types of behavior that harm employees, the organization as a whole, or organizational stakeholders such as customers and shareholders. • theft, gossiping, back-stabbing, drug and alcohol abuse, destroying organizational property, violence, tardiness, sabotage, and sexual harassment

40. Video Case: Motivation Convention • Are people fundamentally different today than in the past? Why do workers need to be “buttered up” more today? • What are some different types of incentives employees are given today to “motivate” them? What have you received in terms of different incentives from your employers? • Why is motivating employees so important - do you think it makes that big of a difference?